Dilip Shanghvi Quotes

A business like an automobile, has to be driven, in order to get results.

I definitely see a correlation between how many things a company gets right and how fast a company grows.

And so if your competitors aren't growing, if there isn't a competitive reason to grow, and you want focus and discipline to add customers to existing stores, you adjust your strategy.

No business can succeed in any great degree without being properly organized.

I want to make thorough steps to create a system that will spur industry competition.

I didn't generate my success by being a prognosticator. I developed my reputation building our businesses by building great businesses and making them more efficient.

If we're building high quality companies, if the customers like the products, if the technology innovation is real, then the substance is going to win out in the end.

I am wired like a CEO and care a great deal about the bottom line, but I care about my customers even more than that. That's always been my competitive advantage.

I think that business book reporting, it's all Jim Collins, it's the story of victory; it's success bias over and over again.

What I learned from Rockefeller that's off-the-hook important is: You need to know exactly where you stand in a business at all times. Measure everything, because everything that is measured and watched improves.

You can make a lot of mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you're too inefficient.

We can learn from IBM's successful history that you don't have to have the best product to become number one. You don't even have to have a good product.

Vision is dandy, but sustainable company excellence comes from a huge stable of able managers.

It's not about market share. If you have a successful company, you will get your market share. But to get a successful company, what do you have to have? The same metrics of success that your customer does.

Profitability is coming from productivity, efficiency, management, austerity, and the way to manage the business.

But tending machinery was one thing; defining what we were trying to do and why we were doing it, and developing ways to measure how well the job was done - this was something else again.

Profits are one of the most important goals of any successful business, and investors are one of the most important constituencies of public businesses.

But, on balance, we seized the marketplace. We've got a great infrastructure. And yes it's struggling in some areas because of some external factors and some internal factors.

Profitability comes from loyalty, productivity, and having a character base from which to work.

A well-managed business will have a high return on invested capital. But that's a consequence. It's not a way to manage a business.

If you don't drive your business, you will be driven out of business.

In business, the idea of measuring what you are doing, picking the measurements that count like customer satisfaction and performance... you thrive on that.

The worst thing that you can do in terms of bringing a product up to the market is to be two days after someone else has brought a similar product to the international market-It's dead.

People must be realistic when evaluating their business.

Competition is the keen cutting edge of business, always shaving away at costs.